Crj 160 Exam 1 Study

Front 1

3 Major Issues of the definition of an organization

Back 1

Structure: Weber (1947) Weber’s ideas
invite us to think of organizations as bureaucracies—that is, as entities requiring a
particular formal structure. Rigid hierarchy. Division of labor. Formal rules.

Purpose: Etzioni,
for example, describes organizations as“social units deliberately constructed and
reconstructed to seek specific goals”. An organization may have conflicting goals.

Activities: Socialization of employees affects activities which are managed by decision-making. Organizations act.

Front 2

The three major characteristics of the Bureaucratic Model:

Back 2

Rigid hierarchy
Division of labor
Formal rules

Front 3

Who was the pioneer/proponent of the Bureaucratic Model?

Back 3

Weber (1947)

Front 4

Definitions and Differences between management and leadership

Back 4

Management: Management has been defined as the“process by which the elements of a
group are integrated, coordinated, and/or utilized so as to effectively and efficiently achieve organizational objectives”(Carlisle, 1976). It may be associated with a particular officer. Top & middle - a first line officer is also a manager.

Leadership: Leadership“refers to a process that helps direct and mobilize people and their
ideas”(Kotter, 1990). Leadership is tribal in nature (Dupree, 1989) and focuses
on an organization’s symbols, rituals, and culture.

Differences:

Management is focused on achieving rationality in organizations based upon goals, rules and regulations, and control. Problem solving & developing structures. Leaders establish direction by developing a vision of the future; align people through shared values
and vision; and motivate and inspire people to move them toward the shared
vision.

Front 5

Why Wright suggested that conflict is desirable for criminal justice system?

Back 5

(1981) Conflicts in CJS are good because it creates checks and balances. Goal conflict provides for the mediation of interests so that no single perspective dominates.

Front 6

Who are the internal constituents? How do they affect an organization?

Back 6

Complex internal constituents include work force, such as officers, unionization. Clients, such as inmates (riots, lawsuits 1980s, inmates' rights). Struggle for power within organizations. Groups of employees who come with a shared interest.

These have had a dramatic affect on the organizations, such as unions changing policies.

Front 7

Criminal Justice system is more likely to be an open or closed system?

Back 7

Closed system.

Front 8

Input, throughput, and output is the process of an open or closed system?

Back 8

Open system.

Katz and Kahn (1978) describe organizations as open systems characterized by inputs from the environment, throughput (the process of changing those inputs), and outputs (the product).

Front 9

Why CJS is usually a complex or conflicting system?

Back 9

CJS organization inevitably seeks satisfactory levels of attainment of several goals simultaneously
rather than attempting to maximize the attainment of each goal, meaning the goals actually become constrictive as it cannot achieve the same quality work in all areas.

Front 10

Open System characteristics:

Back 10

Not specialized tasks. The ends are emphasized over the means. Tasks by groups and teams sharing expertise. Structure is informal. Authority from work groups. Communication flows horizontally. General policy statements.

Front 11

Closed System Characteristics:

Back 11

Narrow range of duties. Process emphasized over outcomes. Formal job descriptions. Clear authority and responsibilities. Authority & responsibility delegated from central authority. Communication flows vertically. Written rules. Promotion based on subjective assessment and longevity. Rigid chain of command.

Front 12

Formalization:

Back 12

Formalization consists of the establishment of rules and regulations, usually
written, that govern the work activities of an agency’s personnel.

High degree of formalization requires high degree of expertise.

Front 13

Definition of Mission, policy, & procedure; which should be regarded as the highest, and which is the lowest?

Back 13

The ideal bureaucracy has a written mission that is logically implemented by policies and procedures.

A mission is a statement or description of an organization’s common purpose.

A policy is a clear statement that defines what action is to be taken and why.

Procedures are step-by-step descriptions of the activities that agency members need to follow to achieve the objective or goal put forward by policy.

Front 14

Span of Control

Back 14

The number of workers that report to a supervisor. Varies in organization size, tasks, skills of employees.

Narrow Span: Tall hierarchy with numerous supervisors.
Wide Span: Flat hierarchy with few supervision levels.

Front 15

The Four Organizational Frames:

Back 15

Structural: Structure refers to the organizational hierarchy, division of labor, job descriptions, mission, policies
and procedures, and so forth.

Human Resource: Main concept is that workers have feelings, needs, and prejudices, and so happy workers are effective workers. Organizations tailor to people's needs. CJS less likely to motivate staff.

Political Frame: Interest groups compete for scarce resources. Unions - political power of workers through legislation and support politicians. Informal leaders with political clout emerge as effective leaders, ex. associations/groups. Ability to resist attempts of organizational change.

Symbolic Frame: Organizations are driven by rituals such as stories, heroes, & myths. ex. CJS "war on drugs", CSI effect. Leaders make good use of these symbols.

Front 16

Most motivational theories are based on which organizational frame?

Back 16

The human resource frame.

Front 17

The major 8 forces/factors of environment which affect CJS:

Back 17

Technology: Autombile, computers etc.
Law: precedent & federal cases
Economic factors: Agencies gain resources in good economic times; recruitment & unemployment
Demographic factors: Age, gender, # of people.
Cultural Conditions: Laws are codified social norms of a culture.
Ecological conditions: Climate, geographical location, etc.

Front 18

The idea of community policing encourages more use of car patrol?

Back 18

No, foot control program.

Front 19

The pros and cons of high techs work to the advantage for CJS system.

Back 19

Technology impacts the inner workings of the criminal justice system
and changes the demands it must face.
It makes some thing convenient, but also provides more problems that the CJ system must face. ex. Automobiles & computers.

Front 20

The three major sources of law to affect CJS

Back 20

Legislation, civil litigation, & case law.

Front 21

General relationship between economy and crime rate

Back 21

In times of low employment: more crime for food and money.

In times of high employment: More property crime, more valuables to steal.

Front 22

Are there conclusive agreements on the relationship between crime rate and unemployment rate?

Back 22

The research on unemployment rates and crime rates is conflicting. (no.)

Front 23

Relations between economy and recruitment for CJS

Back 23

Agencies gain resource in good economic times. In a good economy, recruitment of lower quality CJ workers, and in a bad economy, recruitment of higher quality CJ workers.

During times of high unemployment,
criminal justice agencies have a large labor pool to pick from and have the
opportunity to be highly selective in recruiting personnel. During periods of
prosperity, criminal justice agencies have little difficulty in obtaining resources
but cannot be highly selective in personnel recruiting because members of the
labor force have so many career choices.

Front 24

Relationship between income inequity/relative deprivation to crime rate

Back 24

Income inequality may be a better indicator of crime rate than poverty or
unemployment. The differences in criminal participation among young Black and White males may reflect, in part, differences in labor market conditions.

Fearn (2005) also finds that
offenders in communities with high income inequality typically receive harsher
sentences than offenders in other jurisdictions.

Front 25

How political, demographic, and ecological factors affect crime rate?

Back 25

Political: (interest groups and legislation?)

Demographic: A sudden influx or exodus of people creates a new set of demographic characteristics within the community that, in turn, can alter crime patterns. A dramatic increase in the
population of a city will automatically increase its crime rate.

Ecological: As communities change from agrarian to industrial, migration patterns bring
in new citizens who may have values different from those of the longtime residents, crime patterns may change, and an increased number of social control
problems may require formal rather than informal processing.

Front 26

Political Environment of CJS: Federal & State legislation:

Back 26

The formal political system includes legislative bodies at the federal, state, and local levels. These bodies pass
legislation that determines and limits the operation of the criminal justice system;
they also allocate to criminal justice agencies resources.

The informal political system comprises those pressures and demands that are
placed directly on the criminal justice system. These pressures support or oppose
existing programs or practices, or they may demand new programs or services.

Front 27

4 cells of Environmental states; what type of organization fits which cell?

Back 27

Static:

Cell 1: Low perceived uncertainty: Small number of factors and components in the
environment. Factors and components are somewhat similar
to one another. Factors and components remain basically the
same and are not changing.

Cell 2: Moderately low perceived uncertainty: Large number of factors and components in the
environment. Factors and components are not similar to one
another. Factors and components remain basically the
same.

Dynamic:

Cell 3: Moderately high perceived uncertainty: Small number of factors and components in the
environment. Factors and components are somewhat similar
to one another. Factors and components of the environment are in a continual process of change.

Cell 4: High perceived uncertainty: Large number of factors and components in the
environment. Factors and components are not similar to one
another. Factors and components of the environment are
in a continual process of change.

Front 28

Decoupling organization: Definition; usually happens in large or small organization?

Back 28

To add to the issue of uncertainty, large organizations tend to become decoupled—that
is, face multiple environments and interact with each environment at different
organizational levels.

Large organizations.

Front 29

Decoupled organization: Political-legal is referring to management or to the staff and line officers?

Back 29

Members of the dominant coalition interact with the political–legal
system, administrators of related organizations, organized support and opposition
groups, and the news media; the dominant coalitiontypically become the focal point
of public pressure.

Front 30

In what ways can CJS managers provide the input and affect policy making?

Back 30

Budgeting process, Bureaus, outside groups, & news media.

Front 31

____ is used to describe the function of communication in an organization

Back 31

Glue.

Front 32

What are the 8 barriers of communication?

Back 32

1. Preconceived ideas: stereotypes, etc.

2. Denial of contrary information: cognitive dissonance; personal values.

3. Use of personalized meaning: Jargon "screw"

4. Lack of motivation or interest: Use new & innovative way to get attention

5. Noncredibility of the source: Gossip

6. Lack of communication skills: affected by training, education, "streetwise" language.

7. Poor organizational climate: Encourage & respect inputs from rank-and-file.

8.Use of complex channels: Rigid, red tape- everything on official memos.

Front 33

___ is most likely to be determined by individual's education, training, experience, and personal trait.

Back 33

Lack of communication skills

Front 34

Chain of command: pros and cons of downward and upward communication:

Back 34

Downward Comm: Supervisors give instruction to subordinates
Pros: Clear path. Chain of command. Faster decision making.
Cons: Lack sense of participation. Officers desensitized over information. Less likely to cooperate.

Upward comm: Subordinates required to give information to supervisors.
Pros: Sense of participation, ownership, & satisfaction. Less likely to jeopardize. Feedback to policy makers.
Cons: Takes time to survey & discuss & reach consensus.

Front 35

Grapevine is considered a formal or informal communication?

Back 35

Highly formal organizations may discourage
all but formal and approved communications among their members. This insistence on formality often promotes an active, informal grapevine that often creates a suitable climate for gossip.

Informal.

Front 36

Non-verbal communication includes ___, ___, ___, ___,...

Back 36

For organizations: symbols.

For individuals, nonverbal communication includes -

One’s body posture during a conversation
or interview

touching: for example, techniques of shaking hands and patting
another on the back.

Facial expressions: may convey fear, friendship, or deceit.

Eye contact: is another nonverbal form of communication, the appropriateness
of which is culturally based.

Messages may also be
conveyed through dress, hair style, tone of voice, or actions

Front 37

Exchange and Decoupling: pros & cons

Back 37

Develop informa communication network:

Exchange:
Pros: Enhance efficiency & trust via informal means (ex. phone, lunch), email than memo, letters.

Cons: Decoupling - form their own small groups. between decision-makers and workers.

Front 38

Implication to CJS managers

Back 38

Communication with environment:

Give communities a sense of personal & psychological safety.
Feed information to the community, ex. to media & politicians.
Providing routine exchange channel.

Front 39

Multiple networks: the multiple networks for the roles of line officer and supervisor

Back 39

Line officer:
Professional organizations, supervisors, administrators, prosecutors, defense attorney, informants, community members, fellow officers.

Supervisors:
Professional organizations, officers, administrators, prosecutors, citizen calls, managers and supervisors from other agencies, community members, fellow supervisors.

Front 40

Communication barriers among and within the criminal justice system

Back 40

External/intra-agency communication:
major problems- check & balance
a. Due process- privacy issues
b. Exclusionary rule- tainted fruit not admitted in court
c. Protection of youth- confidential info not shared
d. Jargon, code, language - among diff. agencies
e. Different values and rules

Internal barriers within agencies:
a. Hierarchy - lengthy processes
b. chain of command - one step at a time
c. Rules & regulations - follow the book.

Front 41

Linking pin theory

Back 41

A hierarchy of interlocking groups. One leader of one unit acts as informal coordinator who overcomes barriers and establishes an exchange system between units. Popular in industry, not in CJS.

The interlocking
groups are bound together by linking pins, persons who serve as members of two
or more groups or are part of the social system of two or more groups.

Linking
pins are individuals who make a concerted effort to have credibility and influence
in their own units as well as in other units that affect the efficient operation of their
units. The linking pin acts as an informal coordinator and communicator, making
ad hoc efforts to smooth the work flow between units.

" Likert was a champion of participative management as a means to
open communication in organizations. He reasoned that communication across
groups was not possible in hierarchical organizations managed from the top down.
However, his study showed that even in hierarchical organizations individuals can
become linking pins and foster communication across groups."